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8:00 am Chair’s Opening Remarks

Enhancing Client Contractor Relationships

8:30 am Exploring How Trust & Collaboration Can Truly Be Achieved Between Client & Contractor

Synopsis

  • Highlighting how clients can better initiate and drive collaboration: How can contractors be brought in earlier to provide technical advice and secure the best solutions?
  • Discussing what needs to be laid out upfront by contractors in pre-bid conversations to ensure transparency, align understanding with clients, and protect profit margins
  • Examining how forging long-term relationships can procure trust and facilitate a truly open-book culture

8:50 am Ensuring Best Value, Not Lowest Cost, is the Primary Driver: How Can We Better Educate Clients on Realistic Expectations of Costs?

Synopsis

  • Reviewing the negative impact of the low bid mentality on long-term expenditure
  • Underlining what ‘best value’ means for all parties within the supply chain, and how project planning and bidding can be optimised to meet these conditions
  • Assessing how to get more clients to understand the reality of sufficient time, cost and information they need to provide when tendering for most accurate contractor bids

9:30 am Going Beyond the Request for Proposal: How Can You Best Understand the Client to Increase Your Chance of Bid Success?

Synopsis

  • Finding innovative ways to identify key decision makers, influencers, and wider client team who can maximise understanding of the true motivations for bid selection
  • Evaluating approaches to quickly establish and maintain long-term client relationships, especially during short tenders
  • Optimising relationships with the business development team to increase client insight and provide consistency of communications across corporations

10:10 am Speed Networking: Changing the Perception of Contractors

Optimising Contracts & Agreements

10.50 Accelerating Industry Wide Adoption of Two Stage Procurement

  • Analysing the benefits and drawbacks of this approach and how getting the contractor in earlier can truly reduce overall project risk
  • Assessing the true impact of two-stage procurement on project cost: How can spending more money up-front on preconstruction services reduce overall expenditure and how can these metrics create a stronger business case for client buy-in
  • Optimising contract terms to secure all partners, maintain fair interests, and better hold each group accountable to key deliverables throughout construction

Adrian Blackie, Preconstruction Director, BAM Construct UK


11.30 Optimising Framework Agreements to Ensure Best Value & Stability for All Stakeholders

  • Setting up realistic expectations and requirements for framework bidding to secure a quality pool of contractors
  • Understanding how frameworks can be used to improve alignment of client and contractor and marry the strategic goals of both parties
  • Achieving transparency of project pipelines to ensure stability and best value in the procurement process
  • Maintaining competitiveness of bids in a noncompetitive situation: How can an open-book policy motivate contractors to still provide best cost?

Joanna Chomeniuk, NWCH Framework Lead, North West Construction Hub
John Finlay, Capital Procurement Category Manager, North West Construction Hub

Preparing Bids & Tenders

12:10 pm Lunch Break

Improving Alignment of Project Partners

1.10 Dealing with Lack of Industry Standardisation in Contracts & Agreements to Improve Poor Practice & Stakeholder Collaboration

  • Identifying the biggest gaps in understanding created by variability of contracts: Why are standard forms of contract not working and regularly being changed?
  • Discussing the role of the government and building authorities in ensuring a level of industry standardisation and how adherence to guidelines can be improved across the board
  • Exploring the future of Framework Alliance Contracting: How can this form of agreement work reduce bidding costs and drive overall value for both client and contractor?

John Welch, Deputy Director of Construction, Crown Commercial Service


1.50 Panel: What Does Each Stakeholder Need to Best Fulfil Their Role & Support Other Partners?

  • Highlighting the key objectives and success factors for each project partner during preconstruction
  • Reviewing how other stakeholders can better support these efforts and streamline overall project planning
  • Exploring how these priorities may change over the next 3 years and how preconstruction processes can be restructured to meet such needs

John Marland, Director of Building & Construction, Bruntwood
Mark Loveland, Director of Cost Management, Jackson Coles LLC

Supply Chain Collaboration

2:30 pm Afternoon Refreshments

Finding & Fostering the Next Generation

3:00 pm Recruiting, Training & Retaining New Talent: What Needs to Change to Combat the Lack of Industry Resource?

Synopsis

  • Analysing the profile of construction in the UK and various initiatives that may change this perception: How can this message be most effectively communicated to attract more talent?
  • Identifying the characteristics of a role in preconstruction that may appeal more to graduates, and how this can be reinforced during apprenticeship schemes
  • Discussing alternative pools of talent from which to recruit that may fill the resource gap in preconstruction departments
  • Benchmarking best practices for mentoring, improving existing skills and retaining top talent to fill the gap in a lack of on-site experience

4:00 pm Chair’s Closing Remarks

4:10 pm End of Day One